Project Tracking and Decision-Making
In Chapter 1 we discussed that in order to exert any effective control, project managers must have an awareness of project performance. This requires the establishment of process measurement units, by which progress can be tracked. These metrics will be customized to the activity, but will have in common accuracy, concreteness, relevance, and simplicity of collection. Nevertheless, a trap that exists here is to select a metric which is easy to collect but which is not necessarily important in terms of tracking project progress. As an example, a project manager may have handy daily IVRS reports indicating how many patients were screened at the run-in visit, when the important number is actually how many of these had eligible symptom scores a month later.